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    Succession Planning in an Organization

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    Task Name: Phase 2 Individual Project 2
    Deliverable Length: 2,000â?"3,000 words
    Details: Library Research Assignment

    You have been working for CF&F for the past 5 months as the human resource manager. You decide to look at ways to improve the organization, and you begin by reviewing succession planning in the organization.

    You learn that before you joined the company, there were some retirements of upper management. Many of these positions were filled by individuals experienced in your industry but from other companies. Growth in CF&F created a need for new middle managers, and the majority of the new positions were filled by experienced individuals from other companies. As part of the expansion, the company recruited a few engineers who were freshly out of college to help optimize production and lower cost.

    In reviewing training and employee histories, you discover that historically, frontline supervisors were promoted from within the company. However, once promoted, they did not receive any managerial development training. You also notice that 85% of your hourly employees have been with the company for more than 5 years.

    In past few months, you have heard from some of the hourly employees that management has not been keeping promises concerning employee training and promotion. Some of the employees even fear for their jobs if they complain about the work environment. Employees are also concerned that members of management are not adhering to company polices, but they are forcing the employees to follow company policies. Employees feel resentment over this.

    Because of the overwhelming production schedule, you feel that frontline supervisors are not training employees properly, and they leave many of the decisions up to the hourly employees. However, you cannot find records of these employees receiving training to support them in their ability to make sound business and production decisions.

    Some of the employees are coming to you and voicing concerns. Because of the lack of communication, professional development, and leadership from management, they are concerned for their personal safety. They feel that sometimes shortcuts are taken to meet production quotas, and safety is not given proper consideration in these decisions.

    As you start to investigate the allegations from the hourly employees, you find out that frontline supervisors are not happy either. Their concerns are that no one from upper management will back them up when it comes to making technical or managerial decisions.

    Research and develop a detailed plan that will increase communications, training for hourly employees and management, and teamwork across all functional areas of your division. Remember to consider that every member of the CF&F team should embrace the plan for change.

    The plan should include the following:

    A complete diagnosis of the problem, potential causes, and an analysis of the current state and desired future state after the change
    Specific strategies for each of the developmental areas: increased communication, training for hourly employees and management, and teamwork
    Developed strategies that will guide management in the decision-making process regarding plan implementation
    A clear plan regarding how you will advise management on direction and focus as the plan is implemented
    The indicators or trends you will measure so you are able to tell management if the plan is successful

    Deliverable Length: 2,000â?"3,000 words

    You have been working for CF&F for the past 5 months as the human resource manager. You decide to look at ways to improve the organization, and you begin by reviewing succession planning in the organization.

    You learn that before you joined the company, there were some retirements of upper management. Many of these positions were filled by individuals experienced in your industry but from other companies. Growth in CF&F created a need for new middle managers, and the majority of the new positions were filled by experienced individuals from other companies. As part of the expansion, the company recruited a few engineers who were freshly out of college to help optimize production and lower cost.

    In reviewing training and employee histories, you discover that historically, frontline supervisors were promoted from within the company. However, once promoted, they did not receive any managerial development training. You also notice that 85% of your hourly employees have been with the company for more than 5 years.

    In past few months, you have heard from some of the hourly employees that management has not been keeping promises concerning employee training and promotion. Some of the employees even fear for their jobs if they complain about the work environment. Employees are also concerned that members of management are not adhering to company polices, but they are forcing the employees to follow company policies. Employees feel resentment over this.

    Because of the overwhelming production schedule, you feel that frontline supervisors are not training employees properly, and they leave many of the decisions up to the hourly employees. However, you cannot find records of these employees receiving training to support them in their ability to make sound business and production decisions.

    Some of the employees are coming to you and voicing concerns. Because of the lack of communication, professional development, and leadership from management, they are concerned for their personal safety. They feel that sometimes shortcuts are taken to meet production quotas, and safety is not given proper consideration in these decisions.

    As you start to investigate the allegations from the hourly employees, you find out that frontline supervisors are not happy either. Their concerns are that no one from upper management will back them up when it comes to making technical or managerial decisions.

    Research and develop a detailed plan that will increase communications, training for hourly employees and management, and teamwork across all functional areas of your division. Remember to consider that every member of the CF&F team should embrace the plan for change.

    The plan should include the following:

    A complete diagnosis of the problem, potential causes, and an analysis of the current state and desired future state after the change
    Specific strategies for each of the developmental areas: increased communication, training for hourly employees and management, and teamwork
    Developed strategies that will guide management in the decision-making process regarding plan implementation
    A clear plan regarding how you will advise management on direction and focus as the plan is implemented
    The indicators or trends you will measure so you are able to tell management if the plan is successful

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    https://brainmass.com/business/business-management/succession-planning-in-an-organization-321739

    Solution Preview

    Hello. I provide the following to assist you. As you may be aware, I am here to assist you with any questions or problems that you may have. Therefore, please ensure that you write all responses in your own words.

    I note in reviewing the above that I believe that you posted the same response twice. Therefore, I have just responded to the one question.

    A complete diagnosis of the problem:

    The problem in the above case is that the management and hourly employees are not on the same page, do not have the proper training, and have no plan for communication. Another problem with the state of the organization is that most, if not all, of the upper management positions are filled, but are not being filled within the company. Instead, upper management has been hired from outside companies. This could be the cause to much of the communication issues as these upper management employees have no knowledge of the company and have no personal or business relationship whatsoever with the hourly employees. Another problem was that even though frontline supervisors were promoted within, they have no training once they are in that position. This could lead to the disorganization of the company. Another large problem for the company is the fact that management requires the hourly employees to follow company policies. It seems that the hourly employees were never even given a list of policies. Therefore, how would they know what policies should be adhered to. One very large problem is the possibility that hourly employees are not be taken seriously when it comes to safety in the workplace. This could cause tremendous problems if an employee is hurt in the workplace.

    The potential causes of the problems in the above case are the general lack of communication, lack of employee personal safety, lack of proper documentation being provided to employees regarding general company policy, the seemingly disorganization of the company, and the failure of the company to promote upper management from within.

    The current state of the organization is one that is in complete disarray. No single or group of employees seems to be happy with the situation. The desired ...

    Solution Summary

    This solution provides an explanation of a plan that was created to increase communications, training for employees and teamwork.

    $2.19

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